I'm a talent strategist, practitioner, speaker and author who operates as CEO of TalentCulture Consulting Group. I'm also a social media community catalyst who founded TalentCulture World of Work, as well as #TChat forums on Twitter and BlogTalkRadio. I’m passionate about helping leaders recruit and retain stellar talent. I've partnered with brands like Google, Microsoft, IBM and many growing software, digital technology companies at the intersection of talent management, HR technology and social enterprise. I was named one of the “10 Most Influential People in Community Management Today” by Brandwatch; one of the “Top 25 Trendsetters in HR” by HR Examiner; a “Top 100 Business, Leadership & Tech Twitter Accounts” by Huffington Post; and one of the “Nifty 50 Top Women in Technology on Twitter” by Webbiquity. I can be reached via email at mbiro@talentculture.com, on Twitter at @TalentCulture and @MeghanMBiro, or on LinkedIn.

5 Leadership Behaviors Loyal Employees Trust

Is any relationship ever completely reciprocal? Not really, because one party always wields more power over the other. This is a human behavior dynamic that is tough to ignore, especially when we look deeper at workplace culture and team dynamics. There are leaders and followers, loved ones and lovers, employers and employees. We might like to think equality, common goals and unquestioned commitment are the norm but it simply doesn’t happen. It’s true in personal life and in the workplace.

I recently spent a weekend at a high school graduation where teachers glowingly described the fairly small class as a group of leaders. Although parents and kids basked in the glow of achievement and praise, it was clear that some in the group were more equal than others, more accomplished, more confident and composed. While the speeches were heartwarming they seemed insufficiently realistic: clearly not all in that class are destined for success, and not all will be leaders. Despite what we say as a society about equality, the best we can offer is what seems like a cop out: the promise of equal opportunity.

Leaders today talk a lot about loyalty, retention, and the business value of empowering employees to be brand ambassadors. Nonetheless, research literature and blogs abound which discuss the erosion of employee loyalty to the workplace, especially among Gen X and Y. The prescriptive leadership and talent management advice runs the gamut, from changes in compensation structures to more flexibility in work schedules, team building and more, all aimed at encouraging employee engagement with the employer’s brand. But the worry persists and with good reason: can the damage inflicted on employee trust by years of layoffs, pay cuts, IPOs and benefit claw-backs be overcome?

Speaking of IPOs and trust, look no further than the recent Facebook news breaks. Zuckerberg may face his biggest challenge yet as CEO when shaping the new Facebook workplace culture “post IPO” - The change in company climate will undoubtedly be reflected in the employees, a reality that Jena McGregor from the Washington Post sums up nicely here and with this quote:

“So how will Zuckerberg manage them? The Wall Street Journal has a great roundup of ideas for the 28-year-old founder. He’ll need to feed these new millionaires’ entrepreneurial mindsets, giving them time and autonomy to work on their own projects. He’ll have to become expert at stroking egos while not setting up cultures that give the lottery winners on staff too much sway. And he’ll need to keep people from checking the stock price, oh, every 10 minutes, and be willing to say goodbye quickly to those who don’t want to stay.”

So, is there a way to increase loyalty and engagement in the workplace? I believe there is, and it requires a near-equal exchange of information about the business’s goals and challenges and a shared sense of the value of work. This true for CEOs and for employees alike. It’s a two-way street of respect and trust.

All great leaders know getting there is the challenge, of course. Here are 5 behaviors for leaders and hiring managers to adopt when struggling to keep employees happy and loyal:

1) Tell the truth. Not everyone is a star. Pick out those with leadership or other valued talent potential and nurture them. This will come back to the business as these individuals, in turn, nurture other workers.

2) Communicate roles and responsibilities. Provide a path to success not only for those with leadership promise but for all employees. Sometimes this will mean difficult changes, but remember the most important skill of a leader: never surprise an employee with bad news. Have a development plan for all, and a get-well plan for those whose performance lags. Make sure everyone knows the plan.

3) Create a workplace culture that values real people relationships. For many employees, workgroup relationships and relationships between managers and workers drive engagement and loyalty more effectively than foosball machines, logo T-shirts, and Thirsty Thursday gatherings.

4) Be fair and open. This does not mean treat everyone equally – it means have transparent processes for managing and leading. Employees are more likely to respond positively to change when the process used to manage change is fair.

5) Model the behaviors you seek. Just as the headmaster at the high school did, accept your responsibility as a leader and act with engagement, commitment and responsibility. Do this every day.

Each of us possesses skills, strengths, talents and flaws. Each of us seeks to belong, to be engaged, to relate to those around us. Loyalty is built on relationships, shared understanding and trust. Engagement and commitment require loyalty, shared goals and fair treatment. Don’t take loyalty and engagement for granted – create a remarkable culture where there are possible and rewarding outcomes of the workplace.

We are only human after all – Every one of us. Every leader. Every brand. Every workplace. Every person.

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Brilliant Article..!! Leadership qualities need to have very basic qualities (remember the time when we were kids – we did not know ego, we mingled well, we loved every one and it was reciprocated and yes we lied because we were afraid of our parents..!!)

#1 Tell The Truth is a great piece of advice but leaders shouldn’t take that as license to give their frank opinions of all of their employees. I would say being honest about your expectations and not shying away from legitimate criticisms is a great way to tell the truth without destroying egos.

Paul’s comment was rather interesting. I have been in a leadership position for almost 30 years and I have found that there isn’t anything that “precedes” something else from one person to another. I believe that there are as many leadership methods as there are subordinates/employees/children :-)

Meghan – I agree with the list of five things leaders should do. The problem is our own bias in favor of ourselves. I suspect that many leaders (at all levels in an organization) would read the list and nod their heads. “Tell the truth? Yup, check that one.” They would rate themselves high when others might offer a very different picture. And something else reinforces that positive bias: people don’t want to tell leaders the truth. They’ve learned from years of working with bosses that it is better to err on the side of flattery or silence.

Leaders who take your list seriously need to find ways to hear how others view them. One simple way to start is what I call “coffee with Joe.” The Joe’s (or Jo’s of the world will tell it like it is. They don’t really get the concept of career-limiting move. Every leader I work with can name a Joe or two who will speak truth to power. These people can be invaluable. not fun to be around, but invaluable. – Rick Maurer